CONFLICT MANAGEMENT AN IMPETUS FOR EFFECTIVE PERFORMANCE IN AN ORGANIZATION.
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CONFLICT MANAGEMENT AN IMPETUS FOR EFFECTIVE PERFORMANCE IN AN ORGANIZATION.
Abstract
This study focuses on conflict management as a stimulus for good organisational performance. (Case study on UWAISE dispute settlement). We live in a society where diverse points of view, values, and interests coexist;
it is natural for such persons to disagree. The goals were to identify the link between conflict management practices (negotiation, collaborative consultation, collective bargaining, and alternative dispute resolution) and organisational success.
The study examined relevant theoretical and empirical literature. A formal questionnaire was created, and the survey method was employed to collect data from a specific sample of respondents.
The data was analysed and interpreted using descriptive analytical approaches such as frequency, percentage, mean, standard deviation, and variance, as well as factor analysis. Ratio analysis is used to examine UWAISE dispute resolution.
The main conclusions are that education has no effect on respondents’ opinions of Conflict Management Strategies. Similarly, there is no substantial variation in how male and female respondents perceive the causes of conflict. However, disagreement has a considerable impact on organisational performance.
We recommend that management implement Conflict Management tactics that improve organisational performance, in addition to providing a free flow of communication between management and employees and promoting interpersonal ties among coworkers to boost morale.
The study indicated that all of the conflict management tactics evaluated, including negotiation, collective bargaining, joint consultation, and alternative dispute resolution, had a substantial positive association with organisational performance.
The study shows that conflict management has a considerable positive impact on organisational performance. The study advises that managers implement the conflict management tactics listed above since they have been shown to be helpful in managing conflicts inside organisations.
Keywords: Conflict management, negotiation, joint consultation, alternative and dispute resolution, conflict, conflict management, conflict management tactics, organisational performance.
Chapter One
Introduction
Background to the Study
Organisations’ operating environments are becoming more unstable and complicated, laying the groundwork for workplace conflict. Workplaces are breeding grounds for conflict, including those caused by harassment, discrimination, and personality clashes (among employees, employees and their bosses, particularly newly assigned managers).
Conflict among workers in an organisation is unavoidable. If effectively handled, it can serve as a catalyst for change, improving employee happiness and organisational success. Conversely, mismanaged conflict has a detrimental influence on both employee happiness and job performance.
When organisational leaders disregard workplace disagreement, they convey the message that poor job performance and unacceptable behaviour are acceptable (Abdul and Sehar, 2015). Conflict is an element of organisational life, and it can occur between individuals, between individuals and groups, or between groups (Weihrich, 1992).
While conflict is typically regarded as dysfunctional, it can sometimes be constructive since it causes a problem to be presented from several angles. Conflict has both beneficial and harmful consequences.
It can be beneficial when it promotes innovation, new perspectives on old problems, clarity of points of view, and the development of human ability to deal with interpersonal differences.
Conflict can be harmful when it produces resistance to change, causes upheaval in organisational or interpersonal relationships, fosters distrust, instills a sense of defeat, or increases the chasm of misunderstanding.
Conflict is defined as the presence of conflict that develops when the goals, interests, or values of different persons or groups are incompatible and impede each other’s attempts to attain organisational goals (Kazimoto, 2013).
It is a communication process and an unavoidable consequence of transactional relationships that manifests as disagreement and dissonance with and among individuals and groups in the workplace. In this sense, workplace conflict is an unavoidable occurrence in any organisation because people strive for jobs, power, recognition, and security.
As a result, the aim of management is not to suppress or resolve all conflicts, but to manage them so that they improve rather than hinder from organisational success.
A constructively managed dispute generates positive performance, but a destructively managed disagreement heats up the work environment, causing dislocation and polarisation of the entire group, resulting in decreased productivity and job performance (Akanji, 2005).
This suggests that a well-managed dispute strives to enhance organisations in order to boost performance at work. Good conflict management tactics show vulnerabilities in organisational decision-making, prompting the establishment to make changes and seek constructive solutions.
As a result, management has a responsibility to resolve conflict appropriately in order to improve organisational performance, because doing so will result in better communication, time management, cooperation, and increased corporate productivity (Obasan, 2011). Empirical study findings have provided insights into the causes of workplace conflict.
Hotepo, Asokere, Abdul-Azeez, and Ajemunigbohun (2010) identified lack of resources, differing expectations, competition, a lack of cooperation, interdependence, and communication issues as factors contributing to disputes in the Nigerian service business.
In Nigeria’s banking sector, Obasan (2011) identified unacceptable employment terms, poor human relations between management and workers, failure to consult with employees before making key decisions affecting them, management’s anti-union stance, and a lack of effective conflict prevention mechanisms as multiple causes of workplace conflict.
Tsevendorj (2008) found that communication failure, perception, values, and culture issues were fairly serious sources of conflict in the banking industry in the Philippines.
As a result, the majority of workplace disagreements are driven by economic and goal incompatibility. Internal (intrapersonal) and interpersonal conflicts are occupying so much organisational time and attention in many Nigerian organisations today, particularly beer enterprises, that it appears that conflict is their core business (Ojielo, 2002).
This trend is largely owing to Nigerian authorities’ incapacity to see conflict management in the same systematic way that they regard information, human resources, and three finance management systems.
Instead, conflict is perceived and dealt with piecemeal, and it is regarded as a local issue. The failure to analyse and manage workplace conflicts systematically has resulted in conflict being dysfunctional in some organisations.
This is demonstrated by the high frequency of strike action, unhealthy rivalry between and among sub-units and individuals within an organisation, workplace sabotage, slow work, labour turnover, absenteeism
a lack of productivity, general inefficiency, a high rate of industrial accidents, low morale, withholding of vital knowledge, and a slew of other behaviours perpetrated by workers (Ojielo 2002).
This study will therefore analyse conflict management and organisational performance in Nigerian breweries using information from selected breweries in Nigeria’s South-East zone.
Statement of the Problem
Conflict in an employment relationship is a topic of ongoing interest and debate. Dealing with conflicts in organisations has long been viewed as the sole responsibility of managers, who frequently took a rigid stance on how to handle them; organisations that addressed conflicts in this manner failed to recognise that conflict is natural in organisational life and has both benefits and costs (Ebe and Osibanjo, 2014).
Internal (intrapersonal) and interpersonal conflicts consume so much organisational time and attention in many Nigerian organisations today that they appear to be their core activity (Ojielo, 2002).
This development is largely due to Nigerian leaders’ incapacity to perceive conflict management in the same systematic way that they handle information, human resources, and financial management. Instead, conflict is perceived and dealt with piecemeal, and it is regarded as a local issue.
The failure to analyse and manage workplace conflicts systematically has resulted in conflict being dysfunctional in some organisations. Unresolved conflict in the organisation has numerous significant implications, including large financial and human costs. Conflict can cause annoyance, tension, low morale, missed deadlines, loss of self-confidence, low trust, communication issues, absenteeism, and legal action (Buss, 2009). Mismanaged disagreement reduces production (Cram and MacWilliams, 2009).
Mishandled disagreement has a negative impact on employees’ health and well-being, leading to absence. It is a consistent pattern of absence from duty or obligation (Jung, 2003). Mismanaged and unresolved disagreement increases stress, decreases confidence, and makes employees uneasy and frustrated.
All of these factors contribute to lower job satisfaction, humiliation, embarrassment, and stress, which causes psychological and physical disorders. Escalated conflict causes parties to avoid contact, discontinue communication, withhold information, or supply incorrect information (Cram and McWilliams, 2009).
There are numerous empirical findings that contradict one another regarding the relationship between conflict management and organisational performance. Olukayode’s (2015) empirical studies revealed a substantial positive association between conflict resolution tactics (collective bargaining, compromise, and accommodation) and organisational effectiveness.
According to studies by Abdul and Sehar (2015) and Mba (2013), conflict management has a major impact on organisational performance. Muhammad & Maria (2013) discovered that conflict management has a detrimental impact on organisational performance.
Hotepo, Asokere, Abdul-Azeez1, and Ajemunigbohun (2010) discovered that disagreements can have both harmful and beneficial consequences on an organisation.
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